M6 Property Maint PG - National Apartment AssociationMaintenance and Repair; Plumbing Maintenance...

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Property Maintenance for Managers

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© 2014 National Apartment Association

LIMITS OF LIABILITY AND DISCLAIMER OF WARRANTY © 2014 by the National Apartment Association, 4300 Wilson Boulevard Suite 400 Arlington, VA 22203. All rights reserved. The course materials or any part thereof may not be reproduced, stored in a retrieval system, or transmitted, in any form or by any means—graphic, electronic, or mechanical, including photocopying, recording, or otherwise, without the prior written permission of the National Apartment Association Education Institute (NAAEI). NAA retains copyright to the original materials and to any translation to other languages and any audio or video reproduction, or other electronic means, including reproductions authorized to accommodate individual requests based on religious or medical deferments from classroom participation. DISCLAIMERS Although NAAEI programs provide general information on apartment management practices, NAAEI does not guarantee the information offered in its programs is applicable in all jurisdictions or that programs contain a complete statement of all information essential to proper apartment management in a given area. NAAEI, therefore, encourages attendees to seek competent professional advice with respect to specific problems that may arise. NAAEI, their instructors, agents, and employees assume no responsibility or liability for the consequences of an attendee’s reliance on and application of program contents or materials in specific situations. Though some of the information used in scenarios and examples may resemble true circumstances, the details are fictitious. Any similarity to real properties is purely coincidental. Forms, documents, and other exhibits in the course books are samples only; NAAEI does not necessarily endorse their use. Because of varying state and local laws and company policies, competent advice should be sought in the use of any form, document, or exhibit. POLICY STATEMENT REGARDING THE USE OF RECORDING DEVICES, AUDIO VISUAL EQUIPMENT, AND OTHER MEANS OF REPRODUCTION OR RECORDING OF THE “CERTIFIED APARTMENT MANAGER” MATERIALS All program contents and materials are the property of the National Apartment Association Education Institute, which strictly prohibits reproduction of program contents or materials in any form without the prior written consent. Except as expressly authorized in writing in advance, no video or audio recording of NAAEI programs or photocopying of “Certified Apartment Manager” materials is permitted. Authorized recording of programs or duplication of materials may be done only by the instructor on site.

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© 2014 National Apartment Association

ACKNOWLEDGMENTS

SUBJECT MATTER EXPERTS The NAA Education Institute wishes to thank the following apartment industry professionals for contributing their time and expertise to the rewrite of the Certified Apartment Manager Research, Analysis and Evaluation program:

Lead Subject Matter Expert

Susan E. Weston, CAM CAPS, NAAEI Faculty Licensed Texas Broker

Professor, University of North Texas School of Business The Susan Weston Company

2655 Mount View Drive Dallas, TX 75234-6239

972.308.6092 Office 972.415.6299 Cell

[email protected] www.susanweston.com

KEY CONTRIBUTORS

• David Jolley, CAMT • Howard L. Campbell, Ph.D. • Fisher & Phillips, LLP • Kimball, Tirey, and St. John, LLP • Sue Weston, CAM, CAPS

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Certified Apartment ManagerTM Participant Guide Property Maintenance for Managers

© 2014 National Apartment Association i

Property Maintenance for Managers Table of Contents Chapter 1: Maintenance Using a Team Approach 1-1

Chapter Overview ..................................................................................................... 1-1 Overview of Maintenance .......................................................................................... 1-2 Developing a Team Approach ................................................................................... 1-3 Simple Repairs Anyone Can Do ............................................................................... 1-7

Chapter 2: The Onsite Manager’s Role 2-1 Chapter Overview ..................................................................................................... 2-1 A Property Manager’s Responsibilities ...................................................................... 2-2 Setting High Quality Standards ................................................................................. 2-3 Hiring Maintenance Personnel .................................................................................. 2-4 Assigning and Evaluating Work ................................................................................ 2-7 Using a Contractor .................................................................................................. 2-11 The Bidding Process ............................................................................................... 2-13 The Contract ........................................................................................................... 2-15 Vendor Management............................................................................................... 2-18

Chapter 3: Exterior Maintenance 3-1 Chapter Overview ..................................................................................................... 3-1 Elements of Exterior Maintenance ............................................................................ 3-2 Property Inspections ................................................................................................. 3-3 Common Area Maintenance Checklist ...................................................................... 3-4 Building Maintenance Checklist (Exterior) ................................................................. 3-8

Chapter 4: Interior Maintenance 4-1 Chapter Overview ..................................................................................................... 4-1 Elements of Interior Maintenance ............................................................................. 4-2 Make-Ready Maintenance ........................................................................................ 4-3 Unit Interior Maintenance Checklist .......................................................................... 4-6 Building Maintenance Checklist (Interior) ................................................................ 4-13 Managing Inventory ................................................................................................ 4-15

Chapter 5: Preventive Maintenance 5-1 Chapter Overview ..................................................................................................... 5-1 Overview of Preventive Maintenance ........................................................................ 5-2 Developing a Preventive Maintenance Program ....................................................... 5-4 Assigning Personnel to Complete the Work .............................................................. 5-7 Monitoring the Preventive Maintenance Program ..................................................... 5-8 Conservation ........................................................................................................... 5-10

Toolbox Toolbox-1 Overview ........................................................................................................ Toolbox-1 Maintenance Skills Checklist .......................................................................... Toolbox-2 Periodic Services Agreement Between Owner and Service Provider ............ Toolbox-4

Continued on next page

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Certified Apartment ManagerSM Participant Guide Property Maintenance for Managers

© 2014 National Apartment Association ii

Table of Contents, Continued Service Agreement Between Owner and Contractor ................................... Toolbox-12 Asphalt Sealcoat Specifications ................................................................... Toolbox-20 Parking Area Striping Specifications ............................................................ Toolbox-23 Sample Service Request Form .................................................................... Toolbox-24 Sample Service Request Summary ............................................................. Toolbox-25 Sample Certificate of Insurance ................................................................... Toolbox-26 Sample Property Inventory Form ................................................................. Toolbox-27 Sample Preventive Maintenance Schedule ................................................................ 28

Activities Activities Skill Checks Skill Checks Slides Slides

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© 2014 National Apartment Association 1-1

Chapter 1: Maintenance Using a Team Approach Chapter Overview

In this chapter The table below lists the topics in this chapter.

Topic See Page Overview of Maintenance 1-2 Developing a Team Approach 1-3 Simple Repairs Anyone Can Do 1-6

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Overview of Maintenance

Definition of maintenance

Maintenance refers to the upkeep and repair of property and equipment. It involves different tasks, including: • make ready services; • daily property, mechanical, and curb appeal inspections; • preventive maintenance services and retrofitting, and; • timely, quality responsiveness to resident service requests.

Why maintenance is important

A good Maintenance Supervisor can save and control costs more than any other source. They can do this by proper diagnosing and replacement of the part vs. the entire unit. The objective is maximum results at minimum, prudent costs. Community Managers can make a major contribution to the property’s financial condition with increased maintenance efficiency, expense control or reduction, and a scheduled preventive maintenance program that extends the life of equipment, fixtures, and structures. Well maintained properties will also assist in the recruitment and retention of skilled maintenance personnel. Maintenance Technicians who increase their skill levels and accept greater responsibility create a stronger team and potentially add greater value to the property.

Who is responsible for property maintenance

The short answer is that everyone is responsible for the appearance and upkeep of the property. The Community Manager along with the Maintenance Supervisor or Service Manager is required to: • Know what maintenance work must be done • Take a proactive approach to resolving maintenance issues • Make decisions • Create a plan (daily, weekly and long term) • Develop a budget • Communicate regularly • Work with residents and contractors, and • Understand the duties/responsibilities of maintenance personnel.

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Developing a Team Approach

The manager’s responsibility

Although the Maintenance Supervisor or Service Manager typically supervise and direct the work of maintenance personnel such as technicians, groundskeepers, janitors, and make-ready technicians, it is the Community Manager’s ultimate responsibility for the property’s effective functioning including maintenance operations. The manager, through leadership communication and example, creates the environment where everyone is a part of the maintenance program from taking the service requests from the residents to performing the completed task in a timely and satisfactory manner to the resident.

What needs to be done

To develop the team approach to ensure a well-maintained property the community manager must: • establish quality standards; • share responsibilities; • value the employees; • set obtainable goals; and • provide training opportunities for maintenance personnel and encourage

professional development. Following are some important things the community manager can do.

Emphasize the team approach

Some ways you can emphasize the team approach are: • Share information and decision making. • Inform the staff that maintenance and curb appeal is everyone’s

responsibility, not just maintenance personnel. • Make sure the office staff knows how to take accurate and detailed

service requests, saving time and money by getting the work done right the first time which means higher resident satisfaction.

• Encourage residents to report maintenance needs promptly before they become more costly repairs or emergencies.

• Follow up to make sure repairs were completed and that you have a satisfied resident.


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Developing a Team Approach, Continued

Actively seek input

Some ways to actively seek input are: • Make a point of speaking with the Maintenance Supervisor or staff every

day. Know what maintenance or repair activities are scheduled for the day.

• Make sure a discussion about maintenance is part of every staff meeting – even if it is only a brief update, mention of a new situation or issue or words of encouragement or praise for everyone’s effort.

• Engage residents in conversations both on the grounds and in their homes.

• Develop a network for finding help - use schools, temporary employees, contractors and vendors.

• Listen, discuss and/or explain specific problems. • Seek input for possible decisions and timeframes. Not every problem is

urgent. • Respect workloads and schedules. Work with your Maintenance

Supervisor to set schedules for daily, weekly, monthly and overtime maintenance work.

Use effective time management skills

Some ways to help people be more time efficient are: • Work with the Maintenance Supervisor to delegate tasks. • Assist maintenance staff in prioritizing their individual assigned tasks.

Support and value everyone’s contribution

Some ways to show support are: • Treat everyone as an important part of the team. • Promote mutual respect for every team member. • Respect and understand cultural influences. • When situations arise that make people feel uncomfortable, be involved

in finding an agreeable solution. • Be aware of stereotypical attitudes and practices.

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Developing a Team Approach, Continued

Use training opportunities

Some training opportunities for building a team approach to maintenance include: • Encourage and support maintenance staff members to earn the

Certificate for Apartment Maintenance Technicians (CAMT) offered by the National Apartment Association Education Institute (NAAEI), and

• Involve team members in property and apartment home inspections. In particular, utilize the training offered by NAAEI as part of CAMT certification program. This Certificate for Maintenance Technicians (CAMT) program is available for local apartment associations and apartment management companies and can be taken as part of a national program with the instructor provided by NAAEI or through local apartment association sponsorship. The curriculum is the same. CAMT training has seven courses designed as an introduction for new maintenance professionals or as a refresher for the more experience maintenance technician. The purpose remains the same; to give these professionals the knowledge and tools necessary to run an effective maintenance operation. There are two non-technical courses consisting of online learning followed by online practices scenarios; the five technical courses consist on hands on classroom training followed by online practice situations. The non-technical courses include “Inside the Apartment Business” and “People, Projects, and Profits”. The technical courses are: Electrical Maintenance and Repair; Plumbing Maintenance and Repair; Heating, Ventilation and Air Conditioning (HVAC) Maintenance and Repair; Appliance Maintenance and Repair; Interior and Exterior Maintenance and Repair. Prerequisites for the certification are one year of apartment or rental housing maintenance experience, successful completion of the seven courses and online content noted above, and meeting all examination requirements within 24 months of declaring candidacy for CAMT. For further information go to: www.naahq.org/education/designationprograms.


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Developing a Team Approach, Continued Report results, celebrate success, and encourage training

Some ways you can report results and celebrate success are: • Share the results of your service records, such as:

o what went well; o consistent and timely maintenance repairs; o potential problems; and o preventive measures to prevent similar problems;

• Make time to celebrate and acknowledge the team’s successes and growth!

• Thank people for their work. It builds trust and motivates and encourages loyalty. Everyone needs to feel appreciated.

• Support the training necessary to allow maintenance personnel to enhance their skills and earn a professional designation. Community managers should not make the mistake of not sending maintenance employees to offsite training because they don’t want such employees gone for a few days if it might make their job harder. This can be shortsighted. Such training will help maintenance team members do a project correctly the first time saving time and money, reduce maintenance expenses with better trained professionals, increase productivity, enhance resident satisfaction which will reduce turnover; and finally reduce employee turnover with more capable, personally satisfied maintenance professionals.

The skill standards tab contains maintenance skill standards developed by industry professionals. These skill standards provide a framework for maintenance training and the curriculum developed by NAAEI for CAMT. They also provide a guide for exam preparation and serve as a reference source for community management personnel.

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Simple Repairs Anyone Can Do

The top priority

Handling service requests from residents quickly and efficiently is always management’s a top priority. Therefore, if everyone knows how to determine the problem, many service requests can be handled quite easily.

Simple trouble-shooting

Troubleshooting should always begin with identifying the simple things that might be causing the problem, and then moving to the more complex things. A simple troubleshooting procedure that can be used to diagnose and complete simple repairs includes:

Step Action

1 Identify the primary complaint by asking the resident to describe the problem(s) being experienced.

2 Locate the possible cause. 3 Fix the problem.

Caution: Make sure every staff member understands all safety precautions and has been trained accordingly before attempting a repair.

Common maintenance and repairs

Some common maintenance and repairs are shown in the table below.

Problem Possible Cause Solution(s)

Interior door squeaks when opened or closed.

• Dry hinges • Worn hinges • Door alignment

• Use dry lubricant on hinges.

• Test hinges (by lifting door).

• Inspect gap clearance of door.

Low air circulation in A/C. Dirty filter • Check filter • Install a new A/C

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Simple Repairs Anyone Can Do, Continued

Common maintenance and repairs, (continued)

Problem Possible Cause Solution(s) Glass broken in dishwasher.

• Improperly stacked dishes.

• Dishwasher is overloaded.

• Normal accident.

• Retrieve large glass pieces.

• Vacuum out the glass particles.

• Leave use and care booklet.

Water constantly running into the toilet bowl.

• Tank ball not sealing correctly.

• Flapper worn out or damaged.

• Ball cock leaks. • Chain under flapper. • Flush lever sticking.

• Align lift wires and guide arm.

• Install new flapper. • Install rebuild kit. • Shorten the chain. • Adjust flush lever.

Garbage disposal not working.

• Power not reaching unit.

• Circuit breaker tripped. • Reset button tripped.

• Press reset button. • Check fuse or circuit

breaker. • Check outlet plug and

wall switch position. Refrigerator is silent and interior light is off.

• Power source is off. • Burned out light bulb

and unit is on defrost cycle.

• Check outlet and plug. • Check fuse or circuit

breaker. • Replace light bulb.

Loose commode seat. • Loose mounting bolts. • Broken or damaged

seat.

• Inspect and tighten seat. • Replace commode seat.

A slat fell off the living room vertical blinds.

• Slat fell off the clip. • Slat clip is broken.

• Inspect clip, replace if needed.

• Reinstall the slat.

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Chapter 2: The Onsite Manager’s Role Chapter Overview


Topic See Page A Property Manager’s Responsibilities 2-2 Setting High Quality Standards 2-3 Hiring Maintenance Personnel 2-4 Assigning and Evaluating Work 2-7 Using a Contractor 2-11 The Bidding Process 2-13 The Contract 2-15 Vendor Management 2-18

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A Property Manager’s Responsibilities

What you are responsible for

A Manager’s responsibility for maintenance involves many things. The list below includes several key areas, but should not be considered all-inclusive. • Set a standard for high quality work. • Keep current with new laws and regulations that impact the property

particularly those relating to safety for residents and staff. • Keep records and required certificates (occupancy, elevators, swimming

pools, etc) for the property. This includes the Environmental Protection Agency (EPA) certification for working with refrigerants and Certified Pool Operator (CPO) where required.

• Understand the maintenance repairs necessary to ensure that all OSHA, local and state requirements are met.

• Conduct inspections. • Oversee safety issues and emergencies. • Work closely with and utilize the skills of the maintenance supervisor or

service manager. • Work with your supervising office to plan and implement preventive

maintenance programs. • Hire qualified maintenance technicians and evaluate their performance. • Know when to use a contractor, and how to write a job specification and

conduct a bidding process. • Understand basic contracts. • Prepare and monitor budgets.

Benefits of maintenance knowledge

Your knowledge about maintenance adds value to the property and enhances your personal value as a manager. It is essential that you understand how simple repairs are made. Having this information will allow you to: • Set quality standards. • Follow-up and inspect workmanship. • Communicate better with maintenance personnel, residents, ownership,

and contractors. • Control maintenance expenditures. • Work with your Maintenance Supervisor or Service Manager to manage

the daily maintenance work such as: o assigning tasks and prioritizing service requests, and o estimating cost and time for completion

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Setting High Quality Standards

Importance of setting high quality standards

One of your most significant responsibilities is to add value to the property. By setting high quality standards, you ensure that the property is well maintained and improved. Remember, well-maintained properties attract and retain residents.

Your behavior Quality standards include the way you treat others. Your behavior sets an

example for others to follow. Be respectful, ethical and honest.

The effects of high quality work

Quality also means repairs completed correctly and in a timely manner. It includes following preventive maintenance schedules. Quality workmanship extends the useful life of everything from buildings, to heating and cooling systems, major appliances and landscaping. When repairs and maintenance are performed well, efficiency is increased and expenses are reduced. Don’t just do it – do it well!

Communicate expectations

In order to effectively communicate your expectations, you must: • Use clearly stated service requests. • Have correct information about the specific problem and any special

information. Clearly state in which room or location the item to be repaired is located.

• Understand the maintenance staff’s current workload and prioritize work. • Keep lines of communication open to

o avoid misunderstandings o consider options, and o resolve issues

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Hiring Maintenance Personnel

Purpose of this topic

Often, the hiring of maintenance personnel is delegated to the Maintenance Supervisor or Service Manager, but the community manager is ultimately responsible for employee performance. The actual hiring process is covered in depth in the CAM Human Resources Management Course. However, this topic will concentrate specifically on the technical maintenance job rather than on personnel or legal issues. Reference: See the Human Resource Management Participant Guide for additional information.

Job description

Hiring technicians begins with writing a detailed job description. The job description should clearly detail the work to be performed. Depending on the size of the property, you may need separate job descriptions for entry level, mid-level and senior/supervisory level. Reference: See Resource Materials for samples of Maintenance job descriptions.

Examples of Maintenance Technician skills

The following are skills that would be included in a job description, depending on the skill level of the Maintenance Technician. Entry-Level skills: • Basic knowledge of tools • Interior make ready skills including minor painting • Basic electric – changing light bulbs, testing outlets and switches • Follow directions well and understand safety requirements • Good communication and organizational skills • The willingness and ability to learn new skills • Basic knowledge of computer skills

Mid-Level skills: • Communication skills • Organizational skills • All entry level skills


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Hiring Maintenance Personnel, Continued

Examples of Maintenance Technician skills, (continued)

Senior/Supervisory skills: • All skills mentioned above • Budgeting skills • Communication skills • Organizational skills • Building codes • Ability to train others

Other considerations

In addition to maintenance tasks and skills, you need to consider: • number of years and type of experience; • formal education or training in industry designations; • experience working with contractors and suppliers; • ability to take/give directions and maintain schedules; • administrative skills such as:

o organizing and prioritizing o time management o record keeping o communication skills

• professional attitude and appearance

Interviewing candidates

It is advisable to have the Maintenance Supervisor and perhaps an experienced senior Maintenance Technician conduct the interview and initiate the hiring process. This is often delegated by the Community Manager. The CAM Human Resource Management Course covers the interviewing and hiring procedures. Reference: See the Human Resources Management Participant Guide for additional information. It is helpful to use a Maintenance Skills Checklist during the interview to determine what skills the candidate has. Reference: See the Toolbox for a sample of a Maintenance Skills Checklist.


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Hiring Maintenance Personnel, Continued

Checking references

It is always advisable to check an applicant’s references, criminal background, and driving record and to conduct drug testing.

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Assigning and Evaluating Work

Purpose of this topic

Your Maintenance Supervisor will likely oversee daily and routine maintenance tasks. He or she will know what work is appropriate for specific individuals. On occasion, you and your supervisor may determine an outside contractor will be required to do the work. Further discussion about working with contractors is presented later in the chapter. Our focus of this topic is to understand how to assess each staff member’s skills and then match the work with the correct skill set.

Evaluating performance

Overseeing the evaluation of the maintenance team’s performance is an ongoing task. Ask yourself questions such as: • Is the employee properly assigned work for his skill level and

experience? • Is the work completed correctly and in a timely manner? • Are any problems the result of lack of knowledge or lack of

performance? Good record keeping will provide you many sources of information to evaluate performance.

Reviewing and summarizing service requests

Service requests are important tools to help answer your questions. Part of your responsibilities may already include completing a weekly service request summary for your supervisor. Even if it is not required, it may be advisable to keep such records for purposes of: • performance appraisals • preventive maintenance planning and • budgeting

Reviewing and summarizing service requests will give you information about: • when service requests are occurring • types of requests received • who needs service


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Assigning and Evaluating Work, Continued

Reviewing and summarizing service requests, (continued)

• average turnaround time for requests • status of vacant residences • cost of service/repair • technician work performance records • planning maintenance and repairs • training and/or adding staff

Contents of a service request form

Service request forms should contain: • Resident name and address • Date and time of request • Repair or maintenance requested • Permission to enter • Name of service technician assigned • Description of work completed • Action taken: pre-inspection/work completed/repaired temporarily/parts

replaced/parts ordered • Follow up needed (if any) • Estimate of cost incurred • Amount of time spent for service/repair (time in and time out) • Follow-up call with resident or post-inspection

Some service request forms automatically provide multiple copies. These are useful because one copy can be given to the resident, another copy to the Supervisor, and another copy can be filed in the property’s resident and/or unit file. Similarly, service software programs provide such copies and computerized evaluations of work Reference: See the Toolbox for a sample work request form.

Contents of a weekly service request summary

Weekly service request summaries may be maintained for each service technician and for the whole property. This is more easily possible with automated systems.


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Contents of a weekly service request summary, (continued)

The type of information for each maintenance technician should include: • Name and job title • Number of service requests completed • Types of work performed • Total number of hours worked • Space for comments

The type of information for the property should include: • Total number of service requests received • Total number completed and pending • Total number needing parts • Total number remaining from previous week • Total number of follow-up calls/inspections made • Total number of emergencies handled • Total number of make-readies cleaned, painted, repaired and completed • Total number of preventive maintenance tasks completed and hours

worked Reference: See the Toolbox for a sample work request summary.

Work order tracking software

Today many properties use software programs that record work order assignments by type and employee. They capture information such as: • who is being assigned what task(s) • how many assignments are given in one day • how many assignments are completed and how long did each

assignment take • how many call backs were made.

Several programs tie this software to locked key drawers so that it is mandatory to enter codes and descriptions before keys can be pulled. These programs provide both excellent reporting and effective key control.

Make-ready and maintenance software

Another change to onsite operations is the introduction of make-ready and maintenance software. These programs are designed to eliminate the typical “white board” make-ready tracking system and capture key information from work orders, including:


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Make-ready and maintenance software, (continued)

• type of service • who performed the service • how quickly the service was done • what parts were used (and how that affects shop inventory) as well as • follow-up on repeat service calls • identifying failing building components and • targeting preventive maintenance.

These programs allow companies to schedule, budget, allocate and track resources necessary to turn over units as well as make repairs. Naturally, the faster and more accurately a make-ready is done, the less down time and lost rent is incurred and the more likely the new resident will be able to move in on time. No call backs for service after the move-in remains the objective. Some of these programs even interface with property suppliers and can help in scheduling outside contractors or ordering supplies.

Manual tracking systems

Some properties may not have sufficient computer capability for maintenance personnel or they may decide that they do not wish to incur the cost. Therefore, manual tracking systems remain the norm in many companies.

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Using a Contractor

Definition: contractor

A contractor is a person or a company who is a separate business entity. They usually perform specific services or work and are hired to perform activities that your normal maintenance or housekeeping staff cannot do or where it has been determined that it is more cost effective to use such an outside vendor.

How a contractor is selected

Contractors are generally selected by using a bidding process, and require a legal contract before work can begin. Reference: See the topics “The Bidding Process” and “The Contract” for additional information.

When to hire a contractor

Use a contractor when experiencing any of the following circumstances: • Shortage of staff due to illness, vacation, termination. • Lack of specific skills (parking lot repairs/resurfacing, roofing,

landscaping). • Lack of specialized equipment (backhoes, welding equipment). • Lack of required licenses, permits (electrical and plumbing work). • To save money (materials or supplies may be included in contract prices

and purchased at wholesale or bulk prices) • Materials or supplies may not be available locally. • Total cost of labor in terms of special insurance, licensing fees, payroll

taxes, etc. may be more cost effective if borne by the contractor.

Advantages to using contractors

Some advantages to using contractors are: • Specialized skills and quality based experience. • Avoiding expenses for purchasing and maintaining specialized

equipment are avoided. • The maintenance staff can continue to meet daily service needs and

preventive maintenance schedule. • The contractor handles required licenses, permits and insurance. • Safeguards warranty issues. • It may provide faster, more accurate, timely, and complete work product.


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Using a Contractor, Continued

Disadvantages to using contractors

Some disadvantages to using contractors are: • Quality of work may vary from contractor to contractor. • Contract disputes can result in property liens and legal problems.

Finding a contractor

Some ways to find a contractor include: • Researching the job to see what is needed • Asking for referrals • Contacting the local apartment association • Contacting other apartment communities or management companies • Asking other contractors • Looking in the newspaper • Looking in trade magazines • Asking suppliers – lumber yards, paint companies • Asking utility companies • Reviewing who did prior work at your property or other apartment

communities • Calling the Better Business Bureau

Supervising a contractor’s work

The Community Manager (and their supervisor) and the Maintenance Supervisor will need to decide how the job will be supervised. Most often, the Maintenance Supervisor will assume this responsibility unless the dollar cost and/or time involved make it more feasible for outside supervision of the work. However, this is an excellent opportunity to learn more about a specific project. It is always a good idea to be aware of what is happening on the property. Check with the contractor frequently, visually inspect the work daily and raise any questions and/or concerns to your Supervisor.

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The Bidding Process

Purpose of the bidding process

The bidding process will help you to select the best contractor for the job. The best contractor is not necessarily the cheapest. Sound business practices frequently call for bids from three (3) separate contractors. This should provide enough information to compare and select a contractor.

Scope of work It is necessary for you to present all bidders with the same scope of work to

be completed if you want accurate and complete competitive bids. It may be necessary for you hire a consultant to determine exactly what the scope of the work should be. Accurate and complete job specifications are the most important part of the bidding process. Incomplete or inaccurate specifications will mean problems when work begins. Job specifications should include the following: • Detailed description of the work to be done, including preparation and

application (quantity of work and units of measure to be used) • Specific materials and equipment to be used • Location of the job • Timeframe for completion • Licenses and permits needed • Insurance, warranties, guarantees • Payment schedules • Start and end of the work day • Clean up required and how often • List of references • OSHA requirements

Confidentiality The bids should be kept confidential. Do not share details with other

contractors who may wish to bid. Advise your staff to keep information confidential, as well. This is another opportunity to set the standard for quality. You are looking for the best candidate, not just the least expensive one.


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The Bidding Process, Continued

Reference checking

Before a bid is accepted and certainly before a contract is signed, references need to be checked. References should be for work done locally so that you may also visually inspect the work. You may also want to check with the Better Business Bureau to learn if any complaints have been filed against a particular contractor.

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The Contract

Purpose of a contract

Contracts are used to minimize risk to the property, its owners and employees. Reference: See the Legal Aspects & Responsibilities Participant Guide for additional information and a sample contract.

Who should sign a contract?

The conditions for negotiating a contract and the people empowered to sign a contract are usually covered by company policy. The scope of the project and the dollar amount may require that a company supervisor or owner sign a contract.

Legal review recommended

All contracts are subject to local, state and federal laws. An attorney should review contracts before they are signed to ensure compliance and reduce risk.

What should a contract contain?

A contract should contain: • The scope and nature of the work to be performed, outlining the detailed

specifications. • The starting and completion dates. • A remedies and cancellation clause. • A hold-harmless clause. • Proof of workers compensation and proof of comprehensive general

liability insurance. Reference: See the Toolbox for a sample Certificate of Insurance.

• Total cost of work. • A payment schedule, outlining retainage fees.

Note: A retainage fee is a percentage of the contractor’s payment (usually 10%) that is held by the property or the management company for a specific time period (usually 30 days) after the job is completed. The purpose is to guarantee the completion of the work and cover any defects in the workmanship.

• List of subcontractors, if any, being used on the project. • Performance penalties, if applicable. • Time contractor will start work in the morning and end in the evening. • Required clean up and frequency.


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The Contract, Continued

Ways to reduce risk

There are several ways to reduce risk by specifications or requirements you may include in a contract. These include: • Lien waivers • Multiple payee payments • Payment and performance bonds • Certificates of insurance

Lien waivers A waiver of lien is a signed and notarized document that waives or

surrenders all claims against the property or the management company from the contractor, his employees, his subcontractors and his material suppliers. It is very possible that a lawsuit or lien (legal claim) could be filed against an apartment community by a vendor or subcontractor for non-payment, even though the community paid the contractor in full, but had not received a lien waiver. Requiring lien waivers from subcontractors working for the general contractor is a good business practice. Lien waivers must be signed before disbursements are made. Local laws may require lien waivers to be filed with county or city agencies. Reference: See the Legal Aspects and Responsibilities Participant Guide for additional information and a sample of a lien waiver.

Multiple payee payments

Making disbursement checks payable to both the contractor and his supplier can also reduce risk. This method ensures both parties are paid and protects against mechanical or material liens on the property. This agreement would be outlined in the draw schedule. Sometimes, this method is used after a contract is signed when the contractor is unable to meet his obligations to vendors. However, in these cases the method is not included in the draw schedule.

Payment and performance bonds

Companies may require the contractor to furnish bonds ensuring both the price and the performance of his work. These bonds are usually required by lenders or general contractors in the construction of new apartments, and are required in some states for large jobs. Copies of the bonds are attached to the contract, if required.


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The Contract, Continued

Certificates of insurance

Contractors are required to provide proof of insurance for liability and Workers Compensation Insurance for contractor employees. The purpose is to prevent injury claims against the property and protect against property damage caused by contractor negligence. If a contractor cannot provide adequate insurance coverage, the work should be contracted to another company that can provide the required coverage. Reference: See the Toolbox for a sample of an insurance certificate.

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Vendor Management

What vendors may be used for

In addition to single-event large jobs, vendors are frequently used for recurring weekly or monthly maintenance, such as: • pool maintenance • landscaping and • pest control.

Often, interior painting and carpet maintenance are also contracted.

Use a vendor agreement

Just as in the case of large job contracts, formal vendor policies should be set and a vendor agreement should be executed.

Contents of a vendor agreement

Important areas to cover in the agreement include: • Does the vendor supply goods alone, or goods and services? • Who will get the bill – management or owner of property? • Will payments be processed from invoices or statements? • Will payment be made within 30 days? • Who has to approve invoices? Are there approval limits? • Will employees be prohibited from accepting gifts or favors from

vendors? • Will vendors be required to complete a W-9 and submit a valid certificate

of insurance prior to beginning work? • Will the vendor be responsible for damage he causes, including water

intrusion that can cause mold? • Will the vendor be held responsible for screening its employees and their

conduct while on your property? • Will vendors be required to meet your fair housing, drug-free, weapon-

free workplace policies? • Will vendors be asked to use utilities prudently?

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Chapter 3: Exterior Maintenance Chapter Overview


Topic See Page Elements of Exterior Maintenance 3-2 Property Inspections 3-3 Common Area Maintenance Checklist 3-4 Building Maintenance Checklist (Exterior) 3-8 Building Maintenance Checklist (Interior) 3-10

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Elements of Exterior Maintenance

What is exterior maintenance?

Exterior maintenance is the ongoing inspection, repair or replacement of those areas outside of your residential and other buildings.

Elements of exterior maintenance

Specifically, exterior maintenance includes the following elements: • Property grounds • Fences, retaining walls • Landscape irrigation • Exterior lighting • Building exteriors including siding, roofs, stairways and balconies • Pools, ponds and other water features • Utility buildings, trash and mail areas • Parking lots and sidewalks, carports and garages • Tennis courts, spas, volleyball areas, playgrounds and picnic areas • All public accessibility areas with ADA and Fair Housing Act implications

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Property Inspections

When to inspect

To evaluate the condition of the buildings, grounds and common areas on your property, it is necessary to inspect everything on a regular basis – preferably once a month.

Benefits of frequent inspections

Inspections can help you find problems when they are relatively small, easy and inexpensive to repair. You will be able to identify specific and immediate problems that need the attention of your supervisor and discuss long-range plans and preventive maintenance programs. Frequent inspections also ensure the safety of the property and residents.

Who should accompany you?

The Maintenance Supervisor should accompany you. Inspections also provide excellent training opportunities for others on your staff.

Documenting the inspection

Using a checklist allows you to have a written record of the inspection, and can be used for comparison with previous inspections. Extensive checklists are provided in this chapter. Photos also can be useful, and digital cameras are now more commonplace on properties and provide excellent backup for inspections and “incidents” requiring photographs.

Checklists The following are checklists that you can use to document the inspections of

the exterior of the property.

SAMPLE

Certified Apartment ManagerSM Reference Guide Property Maintenance for Managers


Common Area Maintenance Checklist

Checklist The following is a checklist you can use for common area maintenance. Location What to look for Inspection/Date Status Problem/Action Entrance and driveways Property curb appeal

Clean and well-maintained surfaces, proper grading and drainage; sewers covered and clear of debris and trip hazards.

Signage Signage well maintained, visible, and lit at night.

Parking lot Free of deteriorated surfaces, potholes, oil stains, and standing gravel. Proper grading and drainage.

Striped and easily visible. Curb stops, bollards, or approved

barriers are provided and secure at the edge of parking areas.

Proper grading and drainage. Garages and covered parking

Damage and/or leaks to roofs, support posts, siding or doors. Oil stains. Smoke detectors and lighting.

Improperly tagged cars

Free of debris and trash.

Parked vehicles Abandoned or disabled vehicles. Parking permits, license plates, and

inspection stickers.

Accessory Structures: fences, retaining walls, storage and mail areas

Structurally sound and free of loose, bent, broken deteriorated or missing materials.




Common Area Maintenance Checklist, Continued

Checklist, (continued) Location What to look for Inspection/Date Status Problem/Action Free from any accumulation of

rubbish or garbage and maintained in a clean, safe and sanitary manner.

Graffiti. Proper grading and drainage. Trash Containers; Compactors

Dumpsters/trash containers in good condition.

Cleanliness and odor. Extermination program. Drain plug removed from new

dumpsters.

Sidewalks Structurally sound, level and free of loose, bent, broken, deteriorated or missing materials.

Proper grading and drainage. Lighting Sufficient for sight and safety.

Check lighting at night.

Structurally sound and operating. Maintenance shop Clean, adequately lighted, ventilated,

and secure.

Equipment/tools stocked and stored properly.

Proper storage of paints, solvents, pesticides, etc.

Personal Protective Equipment (PPE) available, and in good condition. Fire extinguishers checked and updated


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Checklist, (continued) Location What to look for Inspection/Date Status Problem/Action Inventory - parts properly stocked

and stored. SDS sheets on file. Have communication plan posted. OSHA form 200 posted. First aid kits. EPA recovery equipment registration displayed.

Landscaping

Lawns and shrubs well maintained. Dead trees/shrubs are removed. Tree limbs over gutters and roofs are pruned. Soil erosion; mulch; decorative rock. Sprinkler leaks

Sprinkler system Sprinkler system functional. Without leaks. Proper spray pattern heads installed. Rain and freeze stats operational.

Pool Complies with local ordinances for occupancy, safety precautions, chemical testing with current log updated. Posted pool rules and regulations. SDS sheets kept in log in pool area.

Fencing, self-locking gates around the pools, railings, surfaces, locks well maintained.

Electrical and plumbing systems, water supply, drain, well maintained and working properly.





Checklist, (continued) Location What to look for Inspection/Date Status Problem/Action Structure – walls, bottom, ladders,

steps in good condition. Markings correct.

Signage – visible and well maintained.

Accessories – chairs, tables, benches, umbrellas well maintained.

Other: tennis, volleyball courts, playground, etc.

Surface or area well maintained; lighting, cleanliness and safety. Playground equipment in safe, useable condition.

Other: ponds, fountains, underground storage tanks, etc

Clean, functioning – electrical/plumbing systems. Safety. GFIC protected.

Snow and ice

Timely and thorough removal. Appropriate use of salt/sand/de-icer. Records kept current.

Dangerous areas noted, treated, and properly marked.

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Building Maintenance Checklist (Exterior)

Checklist The following is a checklist you can use for exterior building maintenance.

Location What to look for Inspection/Date Status Problem/Action Exterior All exterior surfaces are protected

from wind, rain and snow by painting, staining, sealing, siding or the use of other weather tight materials to prevent deterioration.

Balcony joists and decks are structurally sound and free of cracked, rotted, rusted or bowed materials.

Awnings are anchored to the structure and free of loose, torn, bent or deteriorated materials.

Porches, stairs and stringers are level and structurally sound.

Decorative features are anchored to the structure and free of loose, missing or deteriorated materials.

Columns are structurally sound and free of any loose, bowed or deteriorated materials.

Property is free of accumulation of rubbish or garbage and maintained in a clean, safe and sanitary manner.

Proper grading and drainage of exterior property areas.

Missing or worn ground cover/grass.




Building Maintenance Checklist (Exterior), Continued

Checklist, (continued) Location What to look for Inspection/Date Status Problem/Action Siding is weather tight and secure to

the exterior wall, free of bent, missing or deteriorated materials.

Brickwork is free of cracked, loose or deteriorated materials.

Foundation shows no sign of seepage or entrance of rodents into the building. Foundation is structurally sound and free of large cracks, holes, or loose materials.

Sewer and drain connections and sump pump working properly.

Shutters are secure to the exterior wall and free of loose, deteriorated or missing materials.

Antenna, cable and phone systems securely fastened; all wires intact.

Meters

Functional; no signs of tampering. Meter labeled.

Other

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Chapter 4: Interior Maintenance Chapter Overview


Topic See Page Elements of Interior Maintenance 4-2 Make-Ready Maintenance 4-3 Unit Interior Maintenance Checklist 4-6 Building Maintenance Checklist (Interior) 4-13 Managing Inventory 4-15

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Elements of Interior Maintenance

What is Interior Maintenance?

Interior Maintenance refers to the work required to inspect, repair or replace items that keep building interiors, including residential units, in excellent condition.

Elements of Interior Maintenance

Knowledge about the following areas is helpful for the community manager and improves their capability in overseeing the implementation of the property’s interior maintenance functions: • Office and clubhouse areas • Interior hallways • Cleaning and janitorial areas • Business centers, fitness centers, laundries and other interior amenities

and common areas • Service to occupied units • Make ready of residential units

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Make-Ready Maintenance

Manager’s responsibilities

Make-ready maintenance is one of the most intensive activities in apartment management. As the manager, you will be involved in: • pre-inspecting the unit • deciding what maintenance and make-ready tasks are needed, and • post-inspection to ensure that

o the work is completed satisfactorily, in a timely manner, and o the apartment home is ready for showing and eventual occupancy.

Although this is sometimes delegated to other staff members, the Community Manager is responsible for the “market-ready” condition of the property.

Maintenance department responsibilities

The Maintenance Supervisor or Service Manager, with oversight from the Community Manager, is responsible for monitoring future move-outs and ensuring vacant apartments are made ready timely and to the required highest standard possible. Details make the difference in the make-ready process.

Move-out inspection

Inspect each vacant unit Each vacant unit will need to be inspected at move-out to determine the scope of the make-ready process for this particular unit. • Is there significant physical damage? • Are major appliances in good working condition? • Is there retrofit or rehab work to be done during the turn? • Will contractors be involved, and what will be the scope of their work?

Be thorough Inspections must be thorough. A good inspection of appliances includes turning on the stove, dishwasher, exhaust fans and disposal, and opening the refrigerator door. It is a good idea to carry a flashlight and notebook or paper for notes when making inspections. Have a plan You want to be sure you are able to meet the expectations of prospective residents. You should work with your maintenance and housekeeping staffs to develop sound and efficient plans for handling make-readies.


SAMPLE



Make-Ready Maintenance, Continued

Deciding what tasks should be done and when

As a Community Manager, you will organize and supervise the necessary people and contractors to complete the make-ready process or oversee this being done by the Maintenance Supervisor or Service Manager. You need to know: • The tasks and supplies required to “turn” a vacant unit. • Amount of time each task takes. • How many tasks can be done at the same time without staff or

contractors getting in each other’s way or interfering with the work already completed

Quality of work

The Community Manager must set the quality expectation for the apartment home and it must be clear to employees or contractors who paint, clean, shampoo, or change carpet and employees what is acceptable in terms of their work quality and timeliness. You or someone you designate will need to inspect the units as they complete various stages of make-ready. This will ensure tasks are being completed to market-ready standards in reasonable time and order without overlaps with other workers or vendors.

Order of make-ready maintenance

The usual order in which make-ready maintenance occurs is: • Trash removal (refuse and abandoned personal belongings)

Note: If you are unclear as to abandonment, you may wish to have a policy to not remove personal property without checking with the former resident if they can be reached. Reference: See the topic “Move Out Inspections” in the Occupancy Management chapter of the Management of Residential Issues Participant Guide for additional information on handling items left behind by a resident.

• Pest control • Mechanical systems – electrical, plumbing, appliances, HVAC • Retrofits and rehab items • Sheetrock, doors, windows, locks, cabinets, counters • Painting, caulking • Flooring • Final cleaning and welcome gift


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Make-Ready Maintenance, Continued

Turn around time requirements

Many companies establish standard turn around time requirements. Example: 5-7 working days following the day of move-out.

Market-ready requirements

Some companies also have goals such as having 75% of all vacant units “market-ready” at all times. Such targets help ensure maximum effort and focus on the best possible, most complete apartment home inventory. Your occupancy level and the progress of your leasing results depend greatly on the quantity of your rent ready units as well as the quality of each of those apartment homes. If high quality units in sufficient quantities are not available to lease at all times, your current occupancy and your leased occupancy will decline. Clean, like-new, as if never lived in apartment homes should be the goal. Move-in condition is the key to start a residency in the right way.

Checklists The following are checklists that you can use to document the inspections of

the interior of the property.

SAMPLE



Unit Interior Maintenance Checklist

Checklist The following is a checklist that can be used for unit interior maintenance. Location What to look for Inspection Date Status Problem/Action Walls & Ceilings Structurally sound and free of water

damage.

Clean and free of holes, dents, cracks and loose drywall taping.

Wallpaper or wall coverings are adhered to the wall and free of loose, torn, missing or deteriorated materials.

Shower walls and grout are water tight and free of mold or mildew.

Base molding and trim are secure to the wall or ceiling and free of cracks or missing sections.

Floors Floors are structurally sound, level and free of rotting wood.

Floor coverings are secure, clean, impervious to water and free of broken, cracked, worn or missing materials.

Carpeting is clean and secure to the floor; free of holes, tears, burns, stains and loose strands.

Stair treads, risers and stringers are structurally sound; stair coverings are secure and level to prevent trip hazards. Stairs are free of any loose, broken or deteriorated materials.


SAMPLE



Unit Interior Maintenance Checklist, Continued

Checklist, (continued) Location What to look for Inspection Date Status Problem/Action Doors Doors and doorframes must be free

of holes, cracks and deteriorated materials.

Door hardware intact. Locks at the entrances to all dwelling units tightly secure the door.

Cabinets Kitchen and bathroom cabinet surfaces can be easily cleaned. Cabinets are free of water damage and loose, missing or broken materials and hardware. Doors open and close easily within the frame.

Counter tops Free of damage, stains or scarring. Safety Approved smoke detectors are

installed and maintained in hallways and stairways. Smoke detectors are located in each apartment or dwelling.

Fire extinguishers are available in common areas.

Mailboxes are labeled and secure.

Windows

No cracks in panes, clean, tracks and sills clean, blinds/shades in working order.

Drapery and rods

Good condition, clean, securely attached.





Checklist, (continued) Location What to look for Inspection Date Status Problem/Action Electrical Common areas have adequate

lighting. (A minimum of 10-foot candles of natural or artificial light should be provided at the tread level).

Light fixtures are in working order and bulbs and fixture covers are clean.

Conduit completely encloses electrical wiring.

Electrical outlets, switches and junction boxes are wired properly, operate safely and have secure cover plates. Cover plates are free of charred surfaces.

Intercom or buzzer systems are maintained and labeled.

Panels and circuits are not overloaded. All openings are covered and circuits labeled. Panels provide adequate service and operate safely.





Checklist, (continued) Location What to look for Inspection Date Status Problem/Action Appliances All appliances must be installed

correctly and free of broken, missing or loose parts.

Refrigerators should be cleaned and maintain the proper temperatures.

Stoves must be installed properly, free of gas leaks or electrical hazards.

Washing machines are free of water leaks, electrical hazards and broken or missing parts.

Dryers are installed and vented according to local code.

Air conditioners are properly installed and functional.

Plumbing All plumbing fixtures drain quickly and can be easily cleaned. Fixtures are properly installed and free of leaks, cracks or deterioration. Hot and cold water is supplied at all faucets and showerheads.

Toilets are free of leaks and operate properly.

Faucets are operable, secure and free of leaks, cracks and corrosion.





Checklist, (continued) Location What to look for Inspection Date Status Problem/Action Plumbing supply lines must be

connected to an approved water supply system.

Plumbing waste lines are free of leaks or obstructions. No odor of sewer gas is present.

Water heaters must provide an adequate supply of hot water at a temperature of not less than 110 degrees F. and no more than 140 degrees.

Temperature and pressure relief valves are installed on the water heater at the proper location. The valve is free of leaking, corroded, obstructed or missing parts.

A rigid copper or galvanized steel discharge pipe is installed at the temperature and pressure relief valve. An air gap of at least twice the diameter of the pipe is provided.

Gas burning water heaters are properly vented to allow toxic gas to exit the building safely. Ductwork or vents are tight fitting and free of holes or deterioration.





Checklist, (continued) Location What to look for Inspection Date Status Problem/Action Heating and ventilation

Unit receives adequate heat during heating season.

Baseboard heater covers are present and secure.

Vents are clean and free from obstructions, loose, missing, bent or broken materials.

Thermostats work and properly regulate the temperature within the unit. Thermostat is level.

Exhaust fan works; has a secure cover and no exposed wiring.

Mechanical Boilers are free of leaks and broken, corroded or missing parts.

Fuel burning equipment is properly vented to allow toxic gas to exit the building safely. Ductwork or vents must be tight fitting and free of holes or deterioration.

Proper clearances are maintained between combustible materials and all heat producing equipment and appliances.





Checklist, (continued) Location What to look for Inspection Date Status Problem/Action A rigid copper or galvanized steel

discharge pipe is installed at the temperature and pressure relief valve. An air gap at least twice the diameter of the pipe must be present. (The bottom of the pipe should not be threaded).

Safety valves are provided and in working order to allow for immediate shut off of the gas supply to fuel burning appliances.

Combustion air vents are provided and free of obstructions to allow for complete combustion of fuel burning appliances.

SAMPLE



Building Maintenance Checklist (Interior)

Checklist The following is a checklist you can use for interior building maintenance. Location What to look for Inspection/Date Status Problem/Action Doors Hardware and locks must tightly

secure the door. Peepholes and deadbolts installed to code. Apartment number and addresses marked correctly. Visible from afar

Doorframe molding and sidelights are secure, weather tight and rodent proof and free of loose, broken or deteriorated materials.

Windows Window frames are weather tight and free of loose or deteriorated materials. Window locking devices work and meet code standards.

Windows panes must be free of broken or cracked glass.

Windows operate easily and are capable of being held in position by window hardware.

Screens present and in good condition.

Window blinds and curtains should have tangle free cords.

Handrails and guardrails

Exterior and interior handrails and guardrails are installed where required to prevent accidents. Handrails and guardrails are firmly fastened and free of loose, deteriorated or missing parts.




Building Maintenance Checklist (Interior) Continued

Checklist, (continued) Location What to look for Inspection/Date Status Problem/Action Roofs Shingles are weather tight and free

of loose, missing or deteriorated materials.

Gutters and downspouts are secure and free of obstructions or missing materials and installed to direct water away from the structure.

Chimneys are straight, structurally sound, and properly flashed.

Chimneys are free of loose, missing, spalled or cracked masonry. Chimney caps are present and secured.

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Managing Inventory

Importance of inventory management

Material purchasing and managing inventory contributes to the Net Operating Income and consequently adds value. Maintenance and repairs can be handled more efficiently when tools or parts are readily available.

Who is responsible?

The Maintenance Supervisor, under the direction of the community manager, is responsible for maintaining an inventory of frequently used parts and supplies and balancing the expense of the inventory with the timing of the need.

Standard inventory

Standard inventory includes items that are used frequently. Items that are used infrequently, or that are extremely expensive, are not normally included in standard inventories.

Keeping costs down

Purchasing items in bulk and standard sizes can help reduce inventory costs, yet large inventories can be difficult to maintain and control. Keeping more than one or two extras of major appliances does not make sense nor is space likely available for storage. Product knowledge can save you time and money. You may work with your Maintenance Supervisor in developing your inventory items and “shopping list,” but it is essential that you understand each of the items and their role in your everyday maintenance of exteriors, interiors and apartment units. In addition to understanding maintenance terminology and industry or common names, managers must understand the concepts of comparative shopping. It is much like shopping for weekly groceries or big-ticket items like refrigerators.

Comparing quality, cost, size and supplier

Assume you need to purchase garbage disposal units for the property. You have read Consumer Reports to narrow down your purchase to one brand, but learn there are generally three (3) grades in every tool, supply and part that you buy: • Basic – least expensive, short life expectancy. • Slightly more expensive – more durable, and has stainless steel blades. • Heavy duty – most expensive, long life expectancy, all stainless steel

parts.


SAMPLE



Managing Inventory, Continued

Comparing quality, cost, size and supplier, (continued)

To make your decision, you need to calculate the short and long-term costs – such as how often you will need to repurchase these items. You also need to consider the owner’s maintenance goals, and then decide on the best value. Current equipment on the property should be considered. Should the same brand be used that was used when built or renovated. If an item has a relatively short useful life anyway, maybe top quality isn’t necessary. If your owner plans to improve the property on a minimal level and then sell the property, that goal will impact your purchasing just as the goal to upgrade and enhance the property for a long term hold would.

Buy what works best for you

Always buy in the quantity and size that works best for you. Constraints could be: • a small shop area, • small budgets, or • mostly contractor work rather than in-house maintenance.

Storage of tools and supplies

Proper care and storage of tools and supplies is essential. A well considered purchase of paint or a new hand tool for added efficiency will be poorly spent money if the paint cans are sealed poorly or the tool is left out in the rain. Managers should consider the following. • Controlling inventory costs is important. • Storage areas should be secure, conveniently located and properly

organized to minimize the risks of theft and loss due to spoilage. • All OSHA standards should be followed for safety purposes.

Relationships with suppliers and contractors

An important task as a manager is to ensure that good working relationships exist with suppliers and contractors. This is often handled directly by the Maintenance Supervisor or Service Manager. Creating sound, ongoing business relationships benefit you and the supplier. These relationships may be especially helpful in emergency situations and when special products must be found.


SAMPLE



Managing Inventory, Continued

Relationships with suppliers and contractors, (continued)

The benefits are: • Time saved because you trust the product and prices. (However, do not

be afraid to get second opinions on costs, services, etc). • Suppliers who know your product and needs can suggest an appropriate

selection of products. • Purchases are delivered. • Many suppliers measure and install products.

Vendor programs

Many property management companies and owners have developed national buying programs with certain vendors and suppliers. Many of the programs require certain levels of purchases in order to guarantee lower pricing levels. Rebates may be tied to required spending. A Community Manager must stay abreast of those purchasing requirements, including pricing structures and availability. It is important to purchase products that are in the best interest of the property. Do not always buy what is on sale that week.

Maintenance management software

Today there are maintenance management software programs that help: • generate and track work orders. • schedule preventive maintenance. • produce inventories for parts and supplies. • categorize expenses. • analyze employee and contractor productivity; and • provide histories for all property components.

These programs require significant upfront training but can be successful in lowering maintenance expense and improving property productivity. Many of these software providers are members of the local and national apartment associations and can discuss your needs.

Record keeping

Finally, and in all cases, no matter the level of sophistication, you should maintain good records to monitor purchases, keep warranties and plan future purchases. Reference: See the Toolbox for a sample property inventory form.

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Chapter 5: Preventive Maintenance Chapter Overview


Topic See Page Overview of Preventive Maintenance 5-2 Developing a Preventive Maintenance Program 5-4 Assigning Personnel to Complete the Work 5-7 Monitoring the Preventive Maintenance Program 5-8 Conservation 5-10

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Overview of Preventive Maintenance

What is Preventive Maintenance?

Preventive Maintenance (PM) is a proactive approach to protecting and maintaining the value of property assets. It requires significant planning and scheduling. It is designed to: • extend the life of equipment; • reduce unexpected problems; and • lessen the likelihood of normal problems becoming more costly ones.

Who is responsible?

Managers are responsible for planning and overseeing the implementation of preventive maintenance activities, but the success of PM is based on everyone’s contributions. This includes the manager and the maintenance staff.

Benefits of a preventive maintenance program

A properly administered PM program will: • reduce service requests; • reduce expenses; • extend the useful life of fixtures and equipment; • increase resident satisfaction and resident retention; and • increase the value of the property.

Many properties suffer physically and economically as a result of an inadequate preventive maintenance program. Cleaning a dirty condensing unit ($5-10) with staff labor is considerably less expensive than replacing the condensing unit ($400-600) when it breaks down because it was not cleaned.

When it may be required

Lenders and insurers frequently require evidence of some type of ongoing preventive maintenance program, including a system of follow-up, especially for areas of maintenance involving safety, water intrusion and areas of environmental pollution and compliance concern.




Overview of Preventive Maintenance, Continued

Success factors

The following are key factors that will add to the success of your PM program: Gain the commitment of everyone. • Involve your staff in planning, scheduling and implementing your

preventive maintenance program. • Review the PM plan with your staff and discuss everyone’s assignment. • Lead by example.

Customize your program to address the specific needs of your apartment community. • Consider all aspects of the community:

o Owner’s goals o Type of equipment used and frequency of use o Property size, age and geographical region o Residents’ profile and special needs o Staff and resources o Seasonal issues (PM needs in summer and winter) o Budget

Communicate frequently with your staff. • Keep staff informed of maintenance activities. • Encourage your staff to keep one another informed. • Provide staff with access to PM information. • Implement preventive maintenance as a team effort. • Review the budget with the entire staff. • Emphasize the value of PM and the staff’s involvement.

Monitor and follow up on PM activities. • Keep track of maintenance work records. • Make sure work is inspected. • If there is an action item, ensure it gets completed by the deadline. • Review PM activities on a regular basis.

SAMPLE



Developing a Preventive Maintenance Program

Inspections and inventory

A good preventive maintenance (PM) program begins with a thorough inspection of the property and a list of all items that are subject to regular inspection. This list can be developed or updated by walking through the property and taking note of maintenance equipment, structural components and the condition of the landscaping. To support the team approach, ask staff members to take part in some or all of the inspections.

Items to be included

Examples of items that should be included in a preventive maintenance program:

AC coils Fences AC condenser Fire extinguishers Balconies Foundations/buildings Blower motors Furnace and A/C filters Boilers Gutters Carpentry Water heaters Carpeting Landscaping Caulking Lighting Chimneys Plumbing/fixture Clubhouse & models Pools Common areas Roofs Culverts Screens Curb/sidewalks Sewers/drains Downspouts Signage Electric panel/switches Smoke alarms Entry gates Sprinkler systems Exterior surfaces Stairs/Handrails Exterior walls

Establish tasks and frequency

After identifying the items subject to preventive maintenance, establish the tasks to complete each item and the frequency with which these tasks should be performed (daily, weekly, quarterly, etc.).

Create a maintenance schedule

The maintenance schedule includes the list of items that are subject to regular maintenance and the date when the preventive maintenance is scheduled. In addition to timing concerns (daily, weekly, monthly, etc.) seasonal maintenance must be considered part of the plan.


SAMPLE



Developing a Preventive Maintenance Program, Continued

Create a maintenance schedule, (continued)

Climate and property location influence the items that must be on the list. Checking supplies for ice and snow conditions would be normal for a Chicago-area property, but not for one in the Tampa area. Example: Take a file box and fill it with 52 index cards (one card for each week). On each card, record the PM tasks should be performed that particular week, using the information from your detailed inspection, including any manufacturer’s special procedures and special tools, and noting any important safety issues. Some tasks will be listed on multiple cards and done several times a year. For example, changing HVAC filters. If you change them four times a year, the task will appear on four cards, one for each week when the filters will be changed. If you inspect your boilers thoroughly twice a year, you will have two cards in your file box telling you the week to do your boiler inspection. Some items, like roofing, are inspected thoroughly only once a year so there will only be one card with roof inspection on it. Reference: See the Toolbox for a sample preventive maintenance schedule.

Helpful resources

The maintenance manuals provided by equipment manufacturers are invaluable when trying to create a maintenance schedule. The procedures in these manuals should be reviewed to determine if additional tests, repairs or inspections should be added which reflect the special use of the equipment in your facility. Warranties should also be kept on file.

Inventory records

It is important to keep inventory records. Should a theft occur, you would have the information you need to submit a claim to the insurance company. You might consider having an engraver to engrave the property name on all tools and equipment.


SAMPLE



Developing a Preventive Maintenance Program, Continued

Tickler file A tickler file contains the use and care manual for every appliance, the

equipment manufactures specifications of what type and how often PM should be performed, and all related information. Each week, on Monday, management photocopies and staples a copy of that week’s PM tasks file card and a copy of the tickler file information to the weekly PM work order. Once PM is completed and inspected, written records are kept of the results and results are forwarded off-site and follow-up if necessary. By mid-week, management follows up to ensure that the PM for that week has been started or to get a projection of when it will be done that week.

Combining PM with regular maintenance

It is a good idea to combine PM with other regularly-scheduled maintenance tasks. Example: Pest control is professionally performed in each apartment unit every three months (quarterly). You can combine the routine quarterly apartment inspection with HVAC filter change (which should also be done at a minimum of every quarter) with the pest control service. The maintenance technician or staff person visits each apartment with the pest control technician. By doing this, you: • set a clear date that maintenance will visit each apartment for a quick

inspection; • ensure that each A/C filter is changed on time; • provide supervision of the pest control technician, making sure the job is

done safely; and • correctly retain tighter key control. (The maintenance technician or staff

person locks and unlocks the doors).

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Assigning Personnel to Complete the Work

Onsite staff vs vendors

Once inspections have been made and the maintenance schedule is prepared, the Manager and Maintenance Supervisor must decide who will do the work. Sometimes decisions must be made regarding whether to use the onsite maintenance staff or an outside company or service for certain preventive maintenance activities. In general, the Manager will want to work with the onsite staff to retain control of expenses.

Tasks that onsite staff can do

Assigning personnel to a service schedule requires knowledge of each Maintenance Technician’s skill level. The onsite Manager should be familiar with personnel skill levels so that the Manager is generally aware of who is likely to be assigned to what task by the Maintenance Supervisor.

Tasks that outside vendors can do

Outside vendors can do: • exterior painting • brickwork • carpentry • concrete and driveway repairs and • turn services (painting, carpet shampoo or installation)

Tasks that require a licensed expert

There are certain maintenance tasks in a multifamily housing operation for which a licensed service expert may be required by state/local or federal regulations to get equipment in operating condition or to perform scheduled preventive maintenance activities throughout the year. These include: • central air conditioning • elevators • swimming pool • pest control • landscaping and • snow removal

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Monitoring the Preventive Maintenance Program

What needs to be done

The Manager and Maintenance Supervisor need to: • monitor the maintenance work being performed, and • keep preventive maintenance records to make sure the work is

inspected.

Ways to monitor the work

The work can be monitored by: • creating and submitting a written maintenance report to the Maintenance

Supervisor at the beginning of the month and reviewing the monthly service schedule at the end of the month

• meeting with the Maintenance Supervisor on a regular basis to discuss PM progress

• using one-on-one or group discussions with the maintenance staff to identify opportunities for improvement

• inspecting the property/equipment with the maintenance supervisor, and • comparing budgeted expenses to actual.

Ways to keep records

When inspections are made, the preventive maintenance schedule can be filled in to show the date and any comments you have. Similarly, the landscaping report can be completed. Each month, the monthly PM report can be used to record the date that each task was completed. Reference: See the Toolbox for samples of a preventive maintenance schedule, landscaping report and monthly preventive maintenance report.

Preventive maintenance file

A preventive maintenance (PM) file should be created to keep track of all PM work.

What should be kept in the file

PM information that should be contained within this file includes: Equipment information • Serial/model number • Date of purchase • Warranty • Manufacturers PM requirements


SAMPLE



Monitoring the Preventive Maintenance Program, Continued

What should be kept in the file, (continued)

PM records • Termite and pest control inspection records • Preventive maintenance needs • Records of maintenance actions • PM schedule • Staff information • Name of person who performed the work • Length of time it took to complete the work • Manager’s notes

How information should be filed

Information should be filed according to how often the maintenance needs to be performed.

SAMPLE



Conservation

What you can conserve

Managers can add value by taking advantage of opportunities that conserve: time money and resources

One method used to conserve resources is retrofitting, which when completed will also save time and money.

Definition: retrofitting

Retrofitting is replacing worn, older less efficient parts and equipment with newer energy saving models.

Benefits of retrofitting

Retrofitting is conducted for several reasons. The five (5) most common reasons are to:

1. enhance the value of the property 2. better serve the residents 3. reduce operating costs 4. lengthen the time between service calls and 5. conserve energy and resources

Other ways to decrease water usage

More retrofits In addition to replacing showerheads, other retrofits can decrease water use while delivering water in a manner satisfactory to your residents: Consider: low-flow faucet aerators

Stop leaks The number one way to save water is to stop leaks! As aerators are placed in faucets, seals can be checked and replaced providing a double benefit.




Conservation, Continued

Incentives to replace toilets/washing machines

Although your budget may not allow for purchases of such devices, some municipalities and public water authorities offer apartment communities incentives and rebates to replace old toilets with Ultra-Low Flush Toilets (ULFTs). These toilets can save 10 to 20 gallons of water per toilet per day! Many programs also include replacements of in unit and laundry clothes washers as well. Still others offer your residents conservation kits containing the aerators, showerheads and displacement devices already mentioned.

Other energy smart practices

Thermostats Programmable/Set Back thermostats can be installed in offices, clubhouses, fitness centers, and laundries. Locked covers should be installed and management should set the desired temperature levels for the various times of the day. Lighting Motion detectors, photocells, and timers for lighting systems can also control energy use. Insulation Checking insulation adequacy and adding more can save money. HVAC HVAC coils, evaporator, and condensers should be cleaned annually. Filters should be changed quarterly. Light bulbs Energy efficient bulbs should be installed in lamps in hallways and models. Water heaters Water heaters should be turned off at the breaker. Irrigation system Regularly check (weekly in season) the property’s irrigation system. Check clock functioning that controls time of day and amount of water. Make sure rain sensors work so you are not watering when it is raining. Perform monthly inspections looking for leaks, broken heads, misaligned nozzles, and missing valve box lids.

SAMPLE


© 2014 National Apartment Association Toolbox-1

Toolbox Overview

In this Toolbox

The table below lists the documents in this Toolbox.

Topic See Page

Maintenance Skills Checklist Toolbox-2 Periodic Services Agreement Between Owner And Service Provider

Toolbox-4

Service Agreement Between Owner and Contractor Toolbox-12 Asphalt Sealcoat Specifications Toolbox-20 Parking Area Striping Specifications Toolbox-23 Sample Service Request Form Toolbox-24 Sample Service Request Summary Toolbox-25 Sample Certificate of Insurance Toolbox-26 Sample Property Inventory Form Toolbox-27 Sample Preventive Maintenance Schedule Toolbox-28 Skill Standards for Maintenance Professionals—See Skill Standards Tab

SAMPLE



Maintenance Skills Checklist

Skill Experience level None Some Expert Electrical Rewire shorted fixtures. Replace circuit breaker. Operate testing meter. Plumbing Replace washers. Replace faucet and handles. Repair ball cock assemblies. Install new ball cock assemblies. Remove and replace trap. Remove and install/reseal toilet. Solder and replace pipes. Hot water heaters and circulating pumps

General maintenance.

Install water heater. Oil circulating pump. Install circulating pump. Flush out water heaters. Replace thermocouple, heating

elements.

Furnaces/wall heaters Replace filters. Clean filters. Replace gas valve. Check/test gas valve. Replace fan motor. Check/test pilot generator. Appliances Install oven element. Install stove element. Rewire stove (partial). Install oven timer. Install oven thermostat. Recharge refrigerant. Garbage disposal Free jammed garbage disposal. Replace gasket. Disassemble and reassemble. Rewire.




Maintenance Skills Checklist, Continued

Skill Experience level

Install new disposal. Dishwasher Remove impeller. Install new pump. Adjust timer. Install new timer. Install new dishwasher. Ceilings and walls Repair wallboard and prepare for

painting.

Install new wallboard. Acoustic spraying. Flooring Repair sub floor. Replace sub floor. Install tile. Repair carpet with patches. Locks/Doors Install deadbolt. Replace lock cylinders. Install a door jamb. Hang new door. Pools Backwashing. Disassemble/assemble filter. Clean – vacuum. Replace heater. Balance chemicals. Replace shutoff valve. Sprinklers Adjust sprinkler heads. Replace sprinkler heads. Landscaping Trim and prune. Fertilizing. Glass/windows Glass cutting. Glass installation. Screening Repair with patches. Rescreen windows/patio doors.

SAMPLE



Periodic Services Agreement Between Owner and Service Provider

SAMPLE



SAMPLE



Service Agreement Between Owner and Contractor

SAMPLE



SAMPLE



Asphalt Sealcoat Specifications

SAMPLE



SAMPLE



Parking Area Striping Specifications

SAMPLE



Sample Service Request Form Property Name:____________________________________________ Date: ___________________________ Time: ___________________________ Taken By: _________________________________________________ Apartment Number: ________________ Resident Name: ____________________________________________ Resident Phone Number: _____________________________________ Entry Permission: __________________ Specific Problem/Work Requested:

Assigned to: ______________________________________________ Date: ___________________________ Recommendations/Comments: Action Taken: Completed ______ Temporary Repairs ______ Parts Replaced _____ Parts on Order ______ Time In: __________Time out: __________ Completed by: ___________________________________________ Resident Charge/Subcontractor Cost: ________________________ Resident called back ________ Comments: ______________________________________________________________________

SAMPLE



Sample Service Request Summary Property: __________________________________________________________ Date: ______________________

Employee Title # Work Orders Completed

Total Time Comments

Work Requests

SERVICE REQUESTS MAKE-READY Total received for week. Total painted.

Total completed. Total maintenance completed.

Pending from previous week.

Total cleaned.

Pending from current week.

Total completed.

Holding for parts. Total all work requests.

Emergencies Handled Total Vacancies

Service Request Follow-up

Apt # Resident # of SRs Follow-up Date Response/Result

SAMPLE



Sample Certificate of Insurance

SAMPLE



Sample Property Inventory Form

SAMPLE



Sample Preventive Maintenance Schedule

SAMPLE



SAMPLE

Certified Apartment Manager (CAM) SM Property Maintenance for Managers

© 2014 National Apartment Association 1

Activity #1: COPA Airlines

Instructions Watch the Covey video “COPA Airlines.” After watching the video, answer the three concept questions as a class. In groups of three to five, complete the following exercise.

Use one of the goals below and describe how each member of the team can

assist with strategies to meet the goal. 25 make-readies in 25 days 85% renewal capture Locate and set-up a new model 24 hours service order response 95% Resident satisfaction rating No work site injuries

SAMPLE

Certified Apartment Manager (CAM) TM Property Maintenance for Managers


Activity #2: Trends on a Service Request Summary

Instructions Working in groups, review the information on the Service Request Summary. Look for trends and discuss what you find.

Service Request Summary Property: _______________The Good Apartments_________________________ Date: ______02-06-2011____________

Employee Title # Work Orders Completed

Total Time Comments

John W. Lead 4 2.5 hr No make-readies Ted. R Asst. 23 19 hr Three make-readies

Work Requests

SERVICE REQUESTS MAKE-READY 3 Total received for week. 30 Total painted. 1

Total completed. 27 Total maintenance completed.

3

Pending from previous week.

8 Total cleaned. 1

Pending from current week.

2 Total completed. 1

Holding for parts. 1 Total all work requests. 39

Emergencies Handled 0 Total Vacancies 14

Service Request Follow-up

Apt # Resident # of SRs Follow-up Date Response/Result 1-101 Tomlin 02-06-06 John didn’t clean up. 3-221 Jackson 02-07-06 John left a razorblade on tub 2.-111 Kenny 02-07-06 Ted did good job! SAMPLE



Activity #5: Retrofitting Case Study: Slow Water Leaks

Instructions Working in groups, complete the worksheet.

Background It is estimated that 7% of all water used in apartments is wasted due to slow

often unseen leaks. Older hardware and seals break down over time. In addition, new technology has allowed the development of synthetic seals and fixtures that significantly reduce water use without compromising the quality of water delivery. Often times sewer rates are a function of water usage. Saving water will lead to a reduction in sewer expenses as well. Have you ever considered how much water will escape through a 1/32” leak over 24 hours? What about a 1/16” leak over 24 hours or a 1/8” leak over 24 hours? Not only will new seals solve the leak, but new fixtures will make an even more significant change. Let’s look at how retrofitting toilets and showerheads can save money.

Situation An apartment community has 100 apartment homes. The cost of water is

$0.20 per 100 gallons, and, on the average, two (2) showers are taken per day. In each apartment, the estimated length of shower is 5 minutes. The existing showerhead allows water to flow at a rate of seven (7) gallons per minute; a new showerhead allows water to flow at a rate of 2.5 gallons per minute.

The Problem What are the cost and energy savings of replacing the existing showerhead

with a new showerhead?

Water usage Use the following formulas to calculate the water usage, in gallons per day.

Existing showerhead: _____ gallons per day (100 apts. X 2 showers per day X 5 minutes per shower at 7 gpm.) New showerhead: _____ gallons per day (100 apts. X 2 showers per day X 5 minutes per shower at 2.5 gpm.)


SAMPLE



Activity #5: Retrofitting Case Study: Slow Water Leaks, Continued

Water saved Use the following formulas to calculate the water saved, in gallons.

Savings per day: ______ gallons (existing showerhead usage – new showerhead usage) Savings per year: ______ gallons (gallons saved per day x 365 days)

Money saved Use the following formulas to calculate the money saved, in dollars per year.

Savings per year: $______ (gallons saved per year x $0.20/100 gallons)

Rate of return on investment for showerheads

Use the following formulas to calculate the rate of return on investment for purchasing new showerheads for all units in this community. Cost of new showerheads: $40.00 each Cost of new showerheads for all units: $________ Savings on water bill the first year $________ Number of years to pay off cost of showerheads from water savings: ________ years (cost of showerheads/savings per year)

SAMPLE

NAAEI thanks you for taking the Certified Apartment Manager (CAM) program.

Following is a list of items that you may find on the NAA Web site that may not be included in the program text that is to be used for your reference while taking the courses in this program:

• Supplement/Resource Materials • CAM Skill Checks and Answer Key • Additional Course Handouts

These files may be downloaded from the NAA Web site by visiting:

www.naahq.org/education/CandidatesOnly

SAMPLE

SAMPLE

4300 Wilson Blvd., Suite 400Arlington, VA 22203

703/518-6141 Fax 703/[email protected]

www.naahq.org

SAMPLE

M6 Property Maint PG - National Apartment AssociationMaintenance and Repair; Plumbing Maintenance...

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